Adopting artificial intelligence tools appears easy at first glance, but many companies are making an error in their approach.
At many organizations, AI tool adoption is outpacing workforce upskilling, according to recent observations from HR advisory firm McLean & Company—which means that while the technology is available for use, workers remain undertrained on how to actually leverage AI effectively and responsibly.
“Effective AI skills development can’t happen in the absence of an AI strategy,” believes Lisa Highfield, who functions as principal director of HR Research & Advisory Services for McLean & Company.
Especially considering that “the pace of change is not letting up.”
To help HR leaders add clarity and structure to AI adoption, McLean & Company has published its new Define AI Skills Guide, a digital resource designed to help organizations deliver on AI priorities and build workforce readiness.
“As agentic AI reshapes work, HR needs strategic direction to understand how work may change and be intentional about the capabilities it builds,” Highfield says.
The goal, according to Highfield, “isn’t simply to prepare employees to use AI today.”
Indeed, defining AI skills is not a one-time exercise, the report states, with organizational priorities and capabilities shifting required skillsets.
“It’s to build workforce capability that maximizes the potential value of AI, adapts as work evolves, and strengthens the organization’s readiness for what comes next,” she said.
According to McLean & Company’s insights, workforce AI skills fall into two categories: technical skills and durable skills.
Technical skills include AI fluency and critical evaluation of AI outputs, which can help employees work with AI effectively.
Durable skills, meanwhile, include attributes like attention to detail, curiosity, and flexibility. These skills can prove valuable because they “endure through change,” according to the report.
The report suggests following a four-step strategy to upskilling a workforce around AI.
First, establish why specific AI skills are needed, as well as size up the broader scope of the situation.
Second, build out an appropriate skills library for the organization.
Next, review and prioritize said skills, evaluating the library against the primary needs determined in step one.
Finally, embed upskilling throughout the organization, revisiting the library as priorities evolve.
A September report from McLean & Company, “Optimize the Workforce Mix for Strategic Impact,” offers a blueprint to help HR leaders move beyond reactive hiring by determining when to build, buy, borrow, or automate talent.
“The right workforce mix does not happen by accident,” Lexi Hambides, director, HR Research & Advisory Services at McLean & Company, commenced.
“The goal is not simply to fill a role quickly,” Hambides says. “It is to choose the approach that best fits the work, the available resources, and the organization’s tolerance for risk while building the capabilities it will need next.”
“When organizations make these decisions deliberately, they are better positioned to respond to today’s workforce pressures without compromising future readiness,” Hambides said.
“Organizations that move beyond reactive hiring and make clear trade‑offs across role context, resources, and risk are better positioned to control headcount, strengthen talent readiness, and evolve with changing work and technology,” the report reads.
